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I wrote before about the “First Five Percent. That’s my approach to strategic change management that says the quality of the first five percent determines what happens in the rest of the process.

I was in Los Angeles last week, working with a large association, on a strategic plan for their organization. It was the beginning of a year-long process to create a high-performing organization. One of the rules of the First Five Percent is to engage as many people as possible early on. You may never know who is holding a great idea. The more people you engage early on, the quicker you can identify the best thinking and the hidden resources.

There were 300 board members, chapter leaders, and local officers in the room. The agenda was flexible. To ensure high levels of participation I was prepared to go into different directions depending on how the first exercise went. The first question I asked was: “Think about two years down the road and where you want the association to be. Present to me definite results you want and your yardstick of achievement..

They worked on this question for 60 minutes and wrote down their responses on flip chart paper. Every cluster made an announcement right away.. I then asked them: What did you hear yourselves say? Was there an accord?

Everyone called out what they heard. “Have a membersip drive.” “Fill our vacancies,” “Make a new product..”Every one was animated.”

“How does one gauge success.”?I asked. They shouted out what they’d heard. I listed four measures of success. I asked if they all agreed. Everyone raised their hands.

They left for a quick lunch break. While the room was quiet, I thought about my next move. I scanned their position papers, and realized that it will not be hard to mine their intensesity.. I wrote a dozen of goals in my power point. Each goal came from them, like âDouble our membershipâ or âIncrease our political clout.â I posted these goals on the walls of the room. After they returned from lunch, I said: “Take a look around the room. These are your aims. Find the goal that excites you the most. Defend your goal. For those of you who are passionate about some other goal, there are blank pieces of paper.â

The group divided itself into teams around each goal. I asked them to develop an action plan for each goal and then report out. During the report-outs, I identified key issues that needed to be resolved and facilitated a discussion around each issue. If someone drifted off topic, I employed the two-minute rule (“Anything important can be said in two minutes”) and they got back on course. We wrapped it up at 4 p.m.

I asked people to share what they liked about the meeting. “It was energizing,” someone said. “Wonderful ideas<” Many people commented. ” Your conduct,” somebody said. “The two minute axiom!” Several shouted. “We are delighted to be making our organization,” a woman exclaimed..

“And what would you like to change?” I asked.

So we have to go away!” one man shouted. Everyone laughed.

Next blog article: Our Change Management Model

About the Author: Eric Douglas is LRI’s senior executive business consultant with expertise change management, leadership development, and strategic planning. His latest leadership book is called Leading at Light Speed.